PowerPoint Presentation by Charlie Cook 1e. Copyright © 2005 South-Western. All rights reserved. Chapter 1 Introduction to Leadership

Copyright © 2005 South-Western. All rights reserved.1–2 Chapter Objectives After completing this chapter, you should be able to: Define leadership. Explain how leadership differs from management. Understand how leadership influences organizational performance. Explain the tri-axis model for conceptualizing organizational leadership. Discuss different approaches to studying organizational leadership. Describe the challenges of conducting research on organizational leadership.

Copyright © 2005 South-Western. All rights reserved.1–3 The Nature of Leadership Common Assumptions:  Leaders—through their personal qualities, influence, and actions—profoundly shape societal events (i.e., make a difference).  A leader affects and is affected by followers and the environment within which he or she operates.  Managerial leadership is a process of social influence whereby an individual exerts influence on others in an organizational context.

Copyright © 2005 South-Western. All rights reserved.1–4 The Nature of Leadership Effects of Large-scale Industrialization  The bureaucratic need (coordination) for managers  Monitoring and controlling the productivity, quality, and performance of subordinates.  The organizational need (direction) for leadership  Strategic management in building and deploying a committed workforce of team members.

Copyright © 2005 South-Western. All rights reserved.1–5 Leadership Is a dialectical, proactive process wherein an individual persuades others to do something they would not otherwise do. Is socially constructed through the interaction of leaders and followers within a specific context and is equated with power.

Copyright © 2005 South-Western. All rights reserved.1–6 The Search for Leadership Alternatives Command and control (traditional) leadership model—Taylor and Weber Transformational leadership model—Tichy and Devanna Charismatic leadership model—Conger Self-leadership model—Manz and Sims “To lead without leading”

Copyright © 2005 South-Western. All rights reserved.1–7 View CD If just to learn what is on it and how it all fits together, it is worth taking a glance at the Leadership in Organizations CD-ROM right now, if you have not done so already. Designed to draw out the intricacies of leadership theory and practice, the case studies, in particular, allow for a surprisingly in-depth look at leadership as it is exercised at a variety of organizations.

Copyright © 2005 South-Western. All rights reserved.1–8 Leadership versus Management Management Approaches  The central process through which organizations achieve the semblance of congruence and direction.  A process designed to coordinate and control productive activities. Managerial Role  An expected set of activities or behaviors stemming from a position held in an organizational setting.  Planning, organizing, commanding, coordinating, and controlling

Copyright © 2005 South-Western. All rights reserved.1–9 Leadership versus Management Dimensions of Modern Management  Managerial activities  Planning, organizing, commanding, coordinating, and controlling  Managerial contingencies  Forces and events, both outside and inside the organization, that affect management behavior  Managerial processes  The means by which managers communicate ideas, gain acceptance of those ideas, and motivate others to implement them

Copyright © 2005 South-Western. All rights reserved.1–10 Leadership versus Management (cont’d) Management  Maintain the status quo  Create order and consistency  “Doing things right”  Transactional (contractual) relationships Leadership  Create vision  Create change or movement  “Doing the right thing”  Transformational relationships (psychological contract)

Copyright © 2005 South-Western. All rights reserved.1–11 Management and Leadership Compared Table 1.1 Source: Kotter, J. P. (1990). A Force for Change: How Leadership Differs from Management. New York: Free Press; Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press.

Copyright © 2005 South-Western. All rights reserved.1–12 Leading Organizational Change Steps in the Change Process:  Step 1: Establish a sense of urgency.  Step 2: Create the guiding coalition.  Step 3: Develop a vision and a strategy.  Step 4: Communicate the change vision.  Step 5: Empower broad-based action.  Step 6: Generate short-term wins.  Step 7: Consolidate gains and produce more change.  Step 8: Anchor new approaches in the culture.

Copyright © 2005 South-Western. All rights reserved.1–13 Reflective Question ▼ Think about a position you have held in an organization.  To what extent were you a leader?  To what extent were you a follower?  Did the managers exhibit managerial or leadership behaviors? Explain.  Do you believe that managers and leaders reflect fundamentally different personality types?

Copyright © 2005 South-Western. All rights reserved.1–14 Management and Leadership Management Managerial Leadership Leadership

Copyright © 2005 South-Western. All rights reserved.1–15 Factors Used to Measure Organizational Performance Figure 1.1

Copyright © 2005 South-Western. All rights reserved.1–16 Methodological Challenges Gaining management participation and disclosure of commercially sensitive information. Making subjective judgments about which criteria to study, which measures to use and the weight to be assigned each measure. Negatively correlated multiple criteria. Isolation of external variables to reduce their influence. Difficulties in identifying causal links.

Copyright © 2005 South-Western. All rights reserved.1–17 Leadership as a Process Figure 1.2

Copyright © 2005 South-Western. All rights reserved.1–18 Perspectives on Leadership Figure 1.3

Copyright © 2005 South-Western. All rights reserved.1–19 Leadership Theories: An Overview The Trait Perspective  “Great Man” theories focused on identifying innate (universal) individual qualities or attributes of leaders that distinguish them from nonleaders or noneffective leaders. The Behavior Perspective  Theories examining the people- and task-oriented behaviors and organizational roles that make leaders most effective.

Copyright © 2005 South-Western. All rights reserved.1–20 Leadership Theories (cont’d) The Contingency Perspective  The idea that effective leadership (as a style) in a particular case depends on interactions among the leader, followers, and the situation. The Power–Influence Perspective  A sociological viewpoint of the leadership process in terms of social relations involving the interplay of power, constraints, conflict, and cooperation.

Copyright © 2005 South-Western. All rights reserved.1–21 Leadership Theories (cont’d) The Gender–Influence Perspective  Analyses that consider how the leadership styles of female leaders differ for those of male leaders. The Integrative Perspective  Studies of charismatic leaders that attempt to combine trait, behavior, and contingency theories to explain leader–follower relationships. The Exchange Perspective  Theories that focus on leader–follower interactions— their nature and effects on leaders, followers, and the organization.

Copyright © 2005 South-Western. All rights reserved.1–22 Issues in Leadership Research What perspective should researchers and scholars adopt when studying leadership?  Mainstream approach  Rationality of organizations  Efficiency and achievement of organizational goals  Critical approach  Applying historical, contextual considerations of sociological concepts—social structure, processes, culture, and norms—to discover the in-process ways in which power, control, conflict, and legitimacy affect leader–follower dynamics.

Copyright © 2005 South-Western. All rights reserved.1–23 Issues in Leadership Research To what extent can researchers construct a truly objective account of the leadership phenomenon?  Research methodologies  Research designs  Political characteristics of leader-follower relations The Constructivist Approach  Suggests that accounts and interpretations of what the leader and the situation are perceived to be result from the interaction of the examined leader and the researcher in a shared context.

Copyright © 2005 South-Western. All rights reserved.1–24 Reflective Question ▼ According to the constructivist approach to knowledge making, language does not transmit truth, but rather produces what we come to regard as truth.  What are your views of the constructivist model?  What are the implications of this view for understanding leadership studies?